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Employee Performance Management Workshops

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					PERFORMANCE APPRAISAL




     EMPLOYEE
      GUIDE
                                             TABLE OF CONTENTS


INTRODUCTION .......................................................................................................3

THE PERFORMANCE APPRAISAL FORM .........................................................4
• Performance Factors ................................................................................................4
• Performance Levels .................................................................................................4
• Performance Appraisal Rating.................................................................................5
• Appraiser’s Overview Evaluation............................................................................5
• Performance Objectives ...........................................................................................5
• New Performance Objectives ..................................................................................5
• Development and Training ......................................................................................6
• Employee Post-review Comments...........................................................................6
• Signatures.................................................................................................................7

EMPLOYEE SELF-APPRAISAL .............................................................................8
• Employee self-appraisal Overview ..........................................................................8




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                                    INTRODUCTION
   The Performance Appraisal process provides a mechanism for employees to contribute to
   the achievement of UMKC’s vision and organizational objectives. It facilitates
   communication between you and your immediate supervisor by providing a structure for
   feedback on performance. This document has been designed to clarify the performance
   measures of the appraisal and provide answers to questions that you might have about the
   appraisal process.

   We are committed to the success of the process in order to:
     1. Fully develop employee potential and improve communication relating to
          performance.
     2. Provide a method to reward employees on a merit basis (Based on overall budget
          considerations).
     3. Improve productivity and the performance of the University.
     4. Reinforce UMKC’s mission, value and culture.

The success of the process depends on your understanding and use of the performance
appraisal process as an opportunity to improve your productivity and develop your full
potential.. Understanding expectations is in important element of the appraisal process.
Defining the expectations is the joint responsibility of you and your supervisor. Using the job
description as a starting point, employees and supervisors must develop a mutual
understanding of the roles, responsibilities and expectations of the position. The objectives of
the performance appraisal are to provide feedback on your past performance, to agree on
standards for future performance, and to develop goals and objectives for your personal and
professional growth. For these objectives to be achieved, both you and your manager must
have a good understanding of the process and fully support it. In addition to your annual
performance appraisal, supervisors should conduct reviews regularly during the year in order
to discuss the employee’s progress toward accomplishing desired results and to address on-
going issues.

Good employee relations are built upon fair and equitable treatment. We must base our
treatment of employees on definite standards, applied fairly and without discrimination. The
Performance Appraisal is a tool to honestly and objectively evaluate performance.




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                  THE PERFORMANCE APPRAISAL FORM
The Performance Appraisal Form is used to evaluate employee performance using defined
factors and levels of performance applied fairly and consistently to all employees.


PERFORMANCE FACTORS
Performance Factors represent areas of individual performance that are essential to success in
the position and to the success of the particular UMKC organization. Each position and
functional area within UMKC has specific job expectations associated with these
Performance Factors. There are seven performance factors identified for all employees and
one additional optional factor. The seven performance factors are:
    • Communication
    • Customer Service
    • Cooperation/Teamwork
    • Quality
    • Productivity/Core Organizational/Business Skills
    • Job Knowledge/Technical Proficiency
    • Professionalism

The three additional Performance Factors have been identified for employees in positions
with supervisory responsibility are:
   • Performance Management
   • Leadership
   • Unit Achievement/Fiscal Management


PERFORMANCE LEVELS
Your manager will rate each Performance Factor, on a scale of 1 to 5, as it relates to your
performance. Specific, objective comments may be included to support the ratings.
Managers and employees must share a common understanding of what each rating signifies,
and use them consistently.

The five Performance Levels are:

5 – Outstanding: Reserved for the individual whose work performance is clearly and
    consistently superior to the standards required for the position. This caliber of
    performance is easily recognized by others in related areas as well as outside of the
    individual’s own group or function. The individual is successful in unusual and adverse
    situations, meets extraordinary business challenges with little or no guidance, and sets a
    positive example for others. Results significantly exceeded performance
    standards/objectives over a sustained period.




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4 – Exceeds Expectations: This individual exceeds most requirements of the position,
    including all key areas. This rating demonstrates a level of accomplishment that goes
    beyond reasonable and demanding standards, particularly in key knowledge, skills and
    abilities. Performance is characterized by high achievement and the individual
    demonstrates planning and execution of all routine functions and most major functions
    with minimal guidance.

3 – Achieves Expectations: This individual demonstrates a level of accomplishment that
    clearly fulfills expectations and at times exceeds them. It reflects good, solid and
    consistent performance. Has demonstrated ability to execute and control routine functions
    and several major functions with occasional guidance.

2 – Minimally Meets Expectations: This individual demonstrates a level of accomplishment
    that is below the standards of performance and does not meet or marginally meets the
    requirements. This individual demonstrates an inconsistent level of achievement and
    requires more direction and guidance than normally expected for routine functions.


PERFORMANCE APPRAISAL RATING
In this section, the performance appraisal rating will be calculated. The points assigned in the
Performance Factor section are totaled and then divided by the number of Performance
Factors to determine the overall Performance Appraisal Rating.


APPRAISER’S OVERVIEW EVALUATION
The Appraiser’s Overview Evaluation is a composite statement of the your performance. In
this section your manager may write a narrative overview of your work performance during
the review period.


PERFORMANCE OBJECTIVES
In this section, your manager will evaluate your goals/objectives from the previous period.
Information provided here will indicate whether or not the objective was accomplished, to
what degree, and whether or not it was completed within the timeframe established.


NEW PERFORMANCE OBJECTIVES
In the new Performance Objectives section specific expectations, objectives, or development
plans for the next review period will be identified. Each objective/goal will pertain to a
function or task specified in your job description, a strategic initiative, or operational
enhancement. Objectives must be measurable and observable. Your manager will complete
this section prior to the appraisal interview; however, based on discussion with you it may be
revised during the appraisal interview. Performance objectives may also need revising during
the review period as the position expectations change. Review your objections periodically
during the review period and discuss with your manager any needed revisions.


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An objective is a highly specific statement about what needs to be accomplished, and reflects
a significant end result that is not part of an ongoing day-to-day job responsibility. Objectives
are achieved within specific time and resource constraints. Objectives should be:
    • Expressed in terms of end results rather than in the tasks that go into meeting those
        end results.
    • Challenging yet achievable.
    • Aligned with the goals of the functional group and the University.
    • Take into account conditions that exist, i.e., tenure in position, controllable factors,
        etc.


DEVELOPMENT AND TRAINING
In this section, you and your manager will jointly assess training needs and development
assignments or activities for the next review period to help you in your job and career
growth.
    • You manager may ask you how you think that you will benefit from the training and
         apply it to your job.
    • Focus on activities that will enhance your current performance or prepare you for
         greater challenges or career advancement.
    • Specific activities will be listed with dates or a time frame for the activity to be
         completed.

Training and/or development can be internal or external and on or off-the-job. On-the-job
resources include:
    • Training with a senior member of your team, a member of management, or a person
       from another department.
    • Company training session
    • Staff meetings
    • Special assignments
    • Reading selected periodicals/trade publications
    • Meetings with selected in-house professionals

Off-the-job resources include:
   • Seminars/workshops
   • Correspondence courses
   • Professional/technical associations
   • Personal improvement courses – public speaking, business writing
   • University courses/adult education


EMPLOYEE POST REVIEW COMMENTS
This section is for you to add hand-written comments following the performance appraisal
interview. Statements provided could address comments about your performance or other
aspects of the performance appraisal and/or process.


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SIGNATURES
The signature of your immediate supervisor on the completed form indicates that this is
his/her fair and accurate appraisal of your performance and that the immediate supervisor has
communicated their feedback to you. Your signature indicates neither agreement nor
disagreement with the appraisal. It does indicate― that your supervisor has reviewed the
information; that you have read the document; and that you and your supervisor have
discussed the appraisal.




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                         EMPLOYEE SELF APPRAISAL
Employee’s thoughts about performance are an important part of the Performance
Management Process. The Self Appraisal provides a tool for you to participate in the
appraisal process. The purpose of the Employee Self Appraisal form is to obtain your
comments regarding job strengths, developmental needs, and actions that might be taken to
improve performance.

Your manager may encourage you to complete the form with specific comments. The
comments should familiarize your manager with the employee’s thoughts, perceptions, and
expectations. Your comments should also provide an opening to discuss performance
development including areas of needed improvement and resources available for improving
those areas. It should also provide your manager with insight regarding things affecting your
work environment, contributions you feel you have made, and your suggestions for changes
and improvements.

Your manager will ask you to complete the Employee Self Appraisal prior to the appraisal
interview and to bring it to the interview. It is an integral component of the appraisal
interview. The Employee Self Appraisal will be attached to the completed Performance
Appraisal document and submitted to Human Resources.




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